Are We Forgetting What It Means to Be a Team?

Yesterday marked five years since Covid-19, and as we reflect on the disruption and loss we suffered globally, we also recognise those still affected by the virus. It was a moment to acknowledge the pivotal changes it brought to our ways of working.

I am a firm believer and advocate for equity, and I take pride in that. However, I’ve noticed that my stance on returning to the office (RTO) and working from home differs slightly from those around me. Here’s why…

Drawing from my own lived experience as a single man who recently relocated away from family and friends, I look to work for that Monday-to-Friday social engagement. I’m not talking about hitting the town on a Wednesday night (although I wouldn’t say no), but rather the human connection and physical presence that a workplace provides. Looking at it from another perspective, this is exactly what hundreds, if not thousands, of graduates do every year leaving universities across the UK and beyond to start their careers in major cities.

Yet, they often find themselves working three out of five days in isolation. While this setup may suit some, the majority would argue otherwise. The problem we now face is that even when people do go into the office, everyone operates on their own schedules, meaning they often end up working alone.

Research from campaigns such as #TheLonelyMillion shows that since Covid, 21–34-year-olds are now lonelier than over-65s. We’ve also seen a dramatic rise in mental health conditions such as anxiety and depression, overwhelming support systems, while businesses make cuts to benefits, reducing access to personalised assistance.

We've also identified a significant gap in soft skills has emerged, and no matter how much we try, as human beings, these skills cannot be fully developed through a screen.

A forced return to the office may feel heavy-handed. I can’t help but think of Kate Winslet’s line in Titanic about being “dragged back to New York in chains.” I’ve heard arguments that RTO shouldn’t be a demand but a choice. However, the reality is that it isn’t working. People aren’t coming into the office, and when they do, everyone is in at different times - so what’s the point? We need a smarter approach.

Day-One Rights: Have We Grown Too Comfortable?

People are so used to being told “no” that they now fear the RTO mandate, having grown comfortable with the current norm. After all, we are creatures of habit. Businesses have tried giving employees the option to return, but it hasn’t happened as expected.

In 2024, the right to request flexible working from day one was introduced, leading many businesses to remove it as a “benefit” because, in HR, we now advise leaders that this is a right, not a perk. If you need to work flexibly, you can still request it. In some roles and depending on personal circumstances - where it doesn’t interfere with business operations - working from home remains a viable option. However, home working is just one of many forms of flexible working.

Others include:

1. Part-Time Working – Working fewer hours than a full-time contract (typically 35–40 hours per week) to support work-life balance.
2. Flexitime – Choosing start and finish times within agreed limits while maintaining core hours.
3. Compressed Hours – Working full-time hours over fewer days, such as four 10-hour days instead of five 8-hour days.
4. Job Sharing – Two employees share the responsibilities and pay of one full-time job.
5. Annualised Hours – Working a set number of hours per year rather than weekly, with flexibility in scheduling.
6. Term-Time Working – Working only during school terms, taking unpaid or reduced-pay leave during holidays.
7. Staggered Hours – Having different start, finish, and break times from colleagues to ease congestion.
8. Zero-Hours Contracts – Working on an on-call basis with no guaranteed hours.
9. Self-Rostering – Employees setting their own shifts within business needs, common in healthcare.
10. Phased Retirement – Gradually reducing working hours instead of stopping work entirely.
11. Output-Based or Results-Only Working (ROWE) – Being measured on results rather than hours worked.

Transparency in Recruitment

It’s crucial that businesses clearly promote their working culture when hiring. This is where Talent Acquisition (TA) specialists and Employer Branding play a key role. On the flip side, job seekers must do their research. If you’re entering industries like retail or hospitality - sectors that thrive on human interaction - it’s highly likely that a physical presence in the office will be required.

The Case for Collaborative Working

If a business isn’t mandating a five-day office return, then structured team office days are the best approach. Workforce planning experts are essential in this process, as many employees work cross-functionally, often spending office days on Teams calls rather than engaging in person. Speak to your managers to identify key stakeholders across the business and determine when teams should be in the office together. Given the rise of global mobility, some virtual collaboration will always be necessary, but we must be intentional about in-person interactions.

What Do You Think?

I’d love to hear your thoughts!

Have you experienced flexible working or global mobility?

What challenges or benefits have you encountered?